Thomas ADELIS

En résumé

Entreprises

• Nissan Europe - IS Sales & Marketing Section Manager

  2014 - maintenant IS Project Lead of the Digital Pricing Tool (Nissan, Infiniti, Datsun) – 4 M€, 15 Months.
  - Definition of the Project Roadmap and Governance.
  - Vendor Selection in collaboration with Purchasing.
  - Project and Vendor Management, animation of SteerCos.
  - Management of the Business Analyst in charge of the requirements gathering: Vehicle and Pricing set up, Profit Simulation.
  - Definition of the data integration in collaboration with the IS Architects.
  
  Project Portfolio Management
  - Management of 3 Project Managers, 3 onsite and 30 offshore resources
  - Delivery of 8 European IS S&M projects: Infiniti Pricing tool, Roll Out of the Used Vehicle Management System, Homologation and Registration Projects, Roll out of Incentive Management System.

• Nissan Europe - Organisation & Development Section Manager

  2012 - 2014 PMO Lead of the REACh Programme - Registration, Evaluation & Authorization of Chemicals
  - Programme management and reporting to sponsoring group - R&D, Purchasing, Manufacturing, After Sales, Distribution.
  - Coordination of the Functional Groups: identification and implementation of the Process changes.
  - IS Strategy to implement the long term REACh IS Solutions
  
  “Business Process Management” Section Manager
  - Definition of the Framework : Method, Tool, Roles and Responsibilities.
  - Training of the key Business Process Owners.
  - Launch of the capitalization works to collect After Sales and Finance core Business Processes

• Nissan Europe - IS Quality and Resource Management Section Manager

  2008 - 2012 Project Manager of the “Development Productivity” stream, measuring efficiency & effectiveness of IS Departments
  - Implementation of the Global KPIs of productivity and cost, training of 60 people (Data collection processes). Kick off and monitoring of the improvement initiatives. Coordination of the 3 regions – Japan, Europe and North America.
  
  Global Coordinator of the Nissan Project Methodology
  - Harmonization of the 3 regional methodologies (Europe, America, Japan)
  - Support to the pilot projects

• Capgemini Consulting - Managing Consultant

  Paris 2006 - 2008 * Fret SNCF : freight transport (15 months, July 2007 - Oct. 2008)
  
  Programme Management of the « Sales and Customer Services » IS
  - Implementation of the project structure (45 people): organization, governance and operational processes.
  - Project management: business requirements, steering committees, change management.
  - Management of 3 consultants.
  
  * Michelin : tire industry (5 months, Feb. – Jun. 2007)
  
  Definition of the target IS Architecture “Manufacturing & Upstream Supply Chain”
  - Synthesis of the current IS architectures: Sales & Operation Planning, Production Planning, Procurement
  - Identification of the key IS transformation required to meet the new business ambitions.
  
  * EDF : utilities (13 months, Jan. 2006 – Jan. 2007)
  
  Transformation plan of the Finance and Controlling IS domains
  - Definition of the IS Roadmap 2007-2008.
  - Initiation of the Project implementing the Central solution of economic analysis.
  

• IBM BCS - Consultant Senior

  Bois-Colombes 2003 - 2005 * Total : oil industry (4 months, Sept. – Dec. 2005)
  
  Transformation of the electronic banking system at the Marketing Department
  - Functional specifications of the products, services, contracts and customers.
  
  * Arc International : glass industry (6 months, Apr. – Sept. 2004)
  
  Scoping of the Master Data Management Project (Products, Customers, Vendors)
  - Design of the target structure in charge of maintaining the common referential (Products, Customers, Vendors): governance, macro processes, and IT architecture.
  
  * BSN Glasspack : packaging industry (11 months, May 2003 – Mar. 2004)
  
  Roll out of the SAP APO solution – Upstream Supply Chain and Manufacturing optimisation (France, Germany, Spain).
  - Project management and direct reporting to the CIO. Management of 3 consultants.
  - Deployment on 10 sites: organization of trainings and user acceptance tests.

• PricewaterhouseCoopers - Consultant Confirmé

  Neuilly-sur-Seine 1999 - 2003 * Shell : oil industry (15 months, Dec. 2001 – Apr. 2003)
  
  Harmonization of French and European SAP processes. International project, 60 people.
  - In charge of the “Sell to customer” processes for the Aviation business, management of 2 consultants.
  - Design and implementation of the target processes in collaboration with the European Knowledge Center.
  
  * Henkel : chemical industry (10 months, Feb. – Nov. 2001)
  
  SAP implementation of the Israeli subsidiary, 10 people.
  - Definition and implementation of the Sales and Distribution processes.
  - Change management and trainings.
  
  * Aventis : pharmaceutical industry (12 months, Jan. – Dec. 2000)
  
  Merger Project of the HMR and RPR SAP systems, 30 people.
  - PMO support: implementation of the Project management processes, cross functional coordination, Project Reporting.
  - Detailed specifications of the security profiles of the Sales, Purchasing, Finance and Controlling domains.
  
  * Internal PwC Surveys (8 months, May – Dec. 1999)
  
  Benchmarking of E-Procurement and Output Management Solutions
  - Workshops with selected External partners and presentation of consolidated Functional / Technical / Economical Benchmark.

Formations

• Ecole Supérieure De Commerce De Toulouse

  Toulouse 1998 - 1999

• Ecole Supérieure Bois Nantes Groupe ESB (Nantes)

  Nantes 1995 - 1998

Réseau

• Anne-Solène VINET

• Benoit FANNA

• Françoise LOUIS-DELVIGNE (DELVIGNE)

• Gilles BÉCHET

• Guillaume BOCQUET

• Jean-Marie LE GUENNEC

• Julien FOURNIER

• Olivier BÉNÉDICTO

• Olivier COLLIOT

• Youness BARNOUSSI